Home
Bertrand Duperrin's Library tagged → View Popular
Le modèle collaboratif de l'Open Source appliqué à l’entreprise : à quand "l’Open Entreprise" ?
"En cela, le mouvement Open Source rejoint le credo déjà partagé par un grand nombre : nous quittons le monde de l’organisation hiérarchique – command and control - pour entrer dans un nouveau monde plus foisonnant, plus créatif, plus riche humainement. En cela aussi, le mouvement Open Source décline à sa manière les mots : participatif, collaboratif, 2 ou 3.0, communautés, crowdsourcing... "
-
La proposition de valeur
organisationnelle de l'Open Source est d’avoir su répondre à la croissance du couple
complexité-temps (toujours plus complexe, plus rapidement), par une intelligence
répartie dans l’organisation. -
La proposition de valeur d’une organisation collaborative à un
dirigeant devient : "dans un monde toujours plus complexe et rapide, pour ne
rien perdre en pouvoir, je répartie la responsabilité".
Thoughts on Sales 2.0 from Lee Levitt
"From my perspective, Sales 2.0 is not about technology. It’s about improving the capabilities of the seller and the organization behind the seller. Technology is just one of the components of improved sales productivity. The primary component is improved processes. With a healthy focus on what works and what needs improving in the sales organization, executives can identify the processes that must be improved. Then and only then should technology be brought in to ensure that those processes scale"
-
Sales people spend way too much time searching for information, giving up and creating sales assets on their own (assets that typically exist elsewhere in the organization).
-
Sales 2.0 empowers sales people with simple, efficient access to information about customers and prospects already in context, usable from the start. Pulling this information together, analyzing it, cleaning it, ensuring that it is relevant — these activities should be done by a centralized group and then provided to the sales person or team at the right time — just before a call planning session.
- 1 more annotations...
To Multitask Effectively, Focus on Value, Not Volume
In organizations however, the implication is much more pernicious because individual performance, for better or worse, is multiplied and amplified many times over. If dozens of people are reducing their effectiveness by multitasking, then the organization runs the risk of being tied up in knots.
-
Despite starting the research on 100 college students with the hypothesis that multitaskers had some special abilities, the study found that multitaskers were actually quite ineffective at managing information, maintaining attention, and getting results. Compared to study participants who did things one task at a time, they were mediocre.
-
let me suggest that the alternative to multitasking is not single-tasking. In this day and age, that would be too slow. Rather the answer is to shift our mindsets from a focus on volume to a focus on value
Enterprise 2.0 is Neither a Crock Nor the Entire Solution
Enterprise 2.0 is trying to solve a couple levels of problems.
-
From a technology standpoint, E2.0 is addressing the failure of existing enterprise systems to provide users with a way to work through exceptions in defined business processes during their execution
-
From a organizational and cultural perspective, E2.0 is defining a way of operating for companies that reflects the way work is actually accomplished — by peer-to-peer interaction, not through command and control hierarchy.
informal coalitions: Self-organization and emergence: #2 – Organizational dynamics v organization design and development
The particular focus here is on the points I made in response to John Tropea’s interesting vision of what he calls a “role-based” organization. In this, individuals would have greater discretion to organize their own roles and relationships to suit their particular talents and interests
-
Despite retaining these beliefs, I would not equate this approach with the idea of “self-organization” in the sense that I now talk about it
-
However, the critical thing to emphasize here is that it is the conversational interactions that are self-organizing. And it is through the self-organizing interplay of these ‘local’ conversations across the organization and beyond that ‘global’ outcomes emerge.
- 2 more annotations...
How to Design a Flat Organization
Take the case of French company FAVI, an autoparts supplier manufacturing copper alloy components. CEO Jean-Francois Zobrist eliminated the personnel department immediately upon taking the helm of the company in 1983. But that wasn’t all he got rid of. Says Zobrist: “I came in the day after I became CEO, and gathered the people. I told them tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don’t pay you. They do. Every customer has its own factory now. You do what is needed for the customer.” And with that single stroke, he eliminated the central control: personnel, product development, purchasing…all gone.
Productivity in a Networked Era – Assessing ROII (Return on Investment in Interaction)
Today’s networked era requires a new way to make investment decisions that incorporates intangible assets and more accurately depicts how value is created.
The industrial age has run out of steam. Look at General Motors. Look at Chrysler. We are witnessing the death throes of management models that have outlived their usefulness.
The network era now replacing the industrial age holds great promise. Networked organizations are reaping rewards for connecting people, know-how and ideas at an ever-faster pace. Value creation has migrated from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco.
-
ROI is an accounting and financial management concept businesses use to decide where to make investments and to assess the success of investment decisions after the fact. ROI reduces both return — R, what you expect back — and investment — I, what you expect to put in to numbers — making it possible to compare one investment opportunity to another. The numbers tie back to categories on the balance sheet and income statement, (i.e. tangible assets and hard-dollar returns).
-
Measuring intangibles involves making judgment calls, so managers often exclude intangibles from their ROI calculations. Several purported authorities on calculating ROI suggest taking intangibles into account by putting them on a list but refusing to estimate their value. This leads you to comparing numbers to words, apples to oranges.
- 1 more annotations...
From Social Media To Social Business Design
While I can't go into the full vision of what we're thinking about yet—we're realizing that the bigger picture goes beyond how you can be a great tweeter, blogger or social media evangelist for your organization. It's time to think beyond marketing and building personal brands and time to think about how participation through social technologies can lead to emergent outcomes for any organization. Can "social media" save GM? It's unlikely that media can save any organization grappling with changes in their business environment. But what if organizations of that size were able to act preemptively before market conditions forced them into similar predicaments?
-
If the big picture is business transformation, it's going to take more than a few tweets to get there.
Hal Varian (chef économiste Google): “L’heure est venue des micromultinationales” : Entreprise Globale
La démocratisation totale des moyens de communication, l’explosion du volume d’information disponible - et son organisation, bien sûr, par Google - ne manquent pas de rappeler les responsables du moteur de recherche - auront un impact aussi important, estime Hal Varian, que l’introduction de la chaîne d’assemblage dans l’industrie, voici un siècle. “On optimise ainsi les flux d’information et d’idées pour l’économie de la connaissance. A l’instar de l’optimisation, jadis, du flux de production de biens physiques, dans l’industrie, d’Henry Ford à aujourd’hui.
TOYOTA WAY: 14 PRINCIPLES
The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively.
Community 2.0
Challenges in building virtual communities
In reflecting on the experiences accumulated to date by companies seeking to build virtual communities, I’d like to focus on four challenges:
-
First Challenge – Language.
-
Second challenge – Integrating diverse skill sets
- 2 more annotations...
The Return of the Non-Virtual Organization
I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.
-
Senior managers, in particular, are a group that benefits from high-bandwidth interpersonal contact. Henry Mintzberg and other researchers have shown that their jobs typically consist of a variety of short, and frequently unplanned, interactions. It's much easier to accomplish these when you are all in the same vicinity.
A Practical Guide to Implementing Web 2.0 (aka Social Networking Tools) in Your Organization
A lot of organizations are struggling with what to do with a host of costly, high-maintenance technologies that they have introduced in the last decade, hoping these technologies would produce (a) improved internal productivity, and (b) better relationships with customers. They have achieved neither objective. So they're stuck with some very large and expensive lemons, three in particular:
-
Real-Time
Conversation: IM + Google Wave -
Virtual
Presence: Screensharing
+ Document Sharing: - 6 more annotations...
5 Factors to Consider When Selecting Enterprise Social Tools
What factors should you consider when selecting an enterprise social media tool for your business? According to the comprehensive new GigaOM Pro report, “Social Media in the Enterprise” (subscription required), you should:
12 Rules For Bringing 'Social' To Your Business
The social meme has now fallen prey to this and frankly it's at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of "social" in the online world: Social media, social marketing, software software, social networking, and so on, can be -- and often are -- extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.
-
Claims that you can use a Twitter account to turn around your customer service are another. These things can certainly help make a business social, but they are just the means to a long journey; a new way of operating a business in a more open, emergent, and efficient way.
-
the network (the Web or enterprise or both) is about who is on it and how involved they are. Whether this is a customer community, an internal Enterprise 2.0 effort with blogs, wikis, or just a corporate social network, the transition to social business is about involving and engaging people far more than it is about picking a technology or building the infrastructure
- 10 more annotations...
The Social Software Value Matrix
I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.
-
As the CEO of a marketing agency put it to me, "How can we collaborate with our customers when we can't collaborate with each other?"
-
The best place for your employees to learn professional social media is inside the company.
- 1 more annotations...
HR 2.0 strategy
Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).
-
The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?
-
Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
- 7 more annotations...
Four Ways to Spur Innovation at Your Company
How can other institutional leaders follow suit to foster the emergence of creation spaces and collaboration curves? Here are four broad suggestions:
-
More broadly, leaders must redefine the reason their institutions exist, breaking down institutional walls to move from scalable push to scalable pull.
-
Passionate individuals are usually talented and motivated, but they're often unhappy - they see the potential for themselves and for the institution where they work, but can feel blocked in their efforts to achieve it. Institutional leaders must put mechanisms in place to connect these individuals with each other, and serve as their champion.
- 2 more annotations...
L'entreprise du 21ème siècle : innovante et globale
Voici une belle présentation Jean-Yves Huwart, concernant les principales différences entre les organisations du 20ème et du 21ème siècle. Elle explique pourquoi innovation et collaboration en deviennent le coeur stratégique.
Selected Tags
Related Tags
management (65)- enterprise2.0 (52)
- collaboration (23)
- innovation (17)
- web2.0 (16)
- humanresources (15)
- adoption (15)
- business (14)
- communities (13)
- socialnetworks (13)
- process (11)
- management2.0 (11)
- strategy (11)
- culture (10)
- socialcomputing (10)
- socialsoftware (10)
- productivity (9)
- change (9)
- socialmedia (8)
Sponsored Links
Top Contributors
Groups interested in organiza...
-
Organization
How are organisms organized...
Items: 26 | Visits: 38
Created by: Charlie Sensenbrenner
-
Volunteer Abroad
Welcome to A Broader View V...
Items: 63 | Visits: 47
Created by: a broader view volunteers
Diigo is about better ways to research, share and collaborate on information. Learn more »
Join Diigo